I recently read an HBR article from Stanford professor Sarah A. Soule and IDEO director Bryan Walker entitled Changing Company Culture Requires a Movement, Not a Mandate. The article is full of great insights for leading a cultural change in order to transform your organization. It pulls lessons learned from movement makers and applies them to business leaders.

I especially appreciated the advice they gave to leaders at the end of the article.

In a movements-based approach to change, a moderate amount of friction is positive. A complete absence of friction probably means that little is actually changing. Look for the places where the movement faces resistance and experiences friction. They often indicate where the dominant organizational design and culture may need to evolve.

The article also recommends leaders not overuse their authority to create change, advising they should do so sparingly.

When you’re striking a match, friction is helpful. But too much pressure can strip the head of the match or break it. The artfulness of leading is knowing how much pressure is just right.

Goldilocks was onto something.